The following quick notes are brief excerpts from the wealth of information they poured out with each speaker's bio at the end. Overall, the weekend could be described as an attempt to drink water from a water hydrant! As always, there were more questions than time...
- "Understand the importance of diversity and inclusion." Having a team with broad, varied experiences brings multiple valuable perspectives to the table. Though in different degrees, we can all remember what it is like to be the new-kid-on-the-block and should give those who struggle a chance at assimilation. Often, they strive the hardest, make the most effort to adjust and their past skills may not shine immediately while they learn new responsibilities. Working together makes a well-rounded team with advantages of additional insight.
- "Speak to people rather than shout." Do not use name calling, just don't. Aggression, exaggeration, over simplification, and belittling usually do not progress the conversation or effectively elevate it. Reasoned engagement in conversation is a lost skill yet highly valuable. In light of international business, Dimitrief says, "safety is based on thoughtful leaders."
- "Always family first - just do it." Be transparent and upfront. I was honestly, pleasantly surprised how Alex, as well as the other executives, each gave examples of how they have structured their time and commitment to put family first. In the business world, this is refreshing. Ask yourself, "when the day or month or year is over what will I remember and wish I had done?"
- Avoid and self-audit excessive meals or entertainment between any government and business. First and foremost, be professional and appropriate.
- How does one balance and justify the move of GE and other companies to digital technology? "Machines, which are viewed as a threat by some, can do repetitive tasks. This technology allows more time to be creative and think which is better business." Ideas take time to develop and cultivate, by alleviating other responsibilities there is a new freedom to innovate.
- What is one of the most valuable lessons you learned? "Think about how others will react to you; do not bully, do not intimidate, do not be loud or use your size (theoretically or physically) to your advantage."
- Memories from working in the Reagan administration: Ronald Reagan had a "low accomplishment arrogance;" he was modest and humble. He was just as excited to meet others as they were to meet their President.
- How should one become culturally competent without or before traveling the world? "Read" Be patient with others, and you will learn from them.
- To balance international business with national protection and self-sufficiency in business, understand that the global market, American exportation, and local economics each play different roles.
- How do you manage international business in countries where you are not present? "Hypothesize" before landing in the situation and yet "realize reality, asking questions, and get or find on-the-ground experience" within your team. Meeting in person is best, always. Long-term relationships are based on trust, a universal cultural value, though earned in different ways. Empower the team on the ground by letting them inform corporate or off-site leadership. Always intend on a long term investment; take initiative and adapt.
- Cultures: Be sensitive, make friendships, learn. There is more than one way to do things well. Just as one country makes bread one way, and another differently; the same is true in business. "Be comfortable with being uncomfortable." Get out into new fields with other professionals while also knowing your domain.
- "Trust your team!" Utilize your resources. Be flexible! Change happens every day; likewise, priorities change every day. Be comfortable with what you don't know; understanding that you cannot know everything nor be in charge of everything. Herein lies the value of multiple horizontal teams. Your teams needs to be able to work unsupervised. Get the best, most accurate and up to date information to your team and maintain open and quick communication. Have a strong foundation, be prepared and informed and do not be afraid to jump out.
- Career navigation: how do you decide which offers to accept or decline? "Ignore money; if you're making a difference, that's when you will be satisfied." Obviously, one has to provide for one's family, but do not let money continue to be the only motivation.
- Have two mentors: a supporter who gives honest feedback or can tell you when to "course correct" and an advocate.
- "Headlines do not tell the story." Go to the source.
- Transparency: "be who you say you are and do what you say you will." You always have choices. You do not have to say yes. And with new opportunities, you will not know what the job will really be like until you are in it.
- #1 priority in good management and leadership is to "make the objective very clear." It's ok if the implementation fails; make it a learning experience. "Do not just celebrate the wins"
Alex Dimitrief was named Senior Vice President & General Counsel of GE on November 1, 2015. He oversees a global team of professionals who are responsible for GE’s legal matters, compliance, governmental affairs and environmental health and safety in the 180+ countries where GE does business. Dimitrief serves on GE’s Corporate Executive Council and chairs GE’s Policy Compliance Review Board.
Dimitrief joined GE in February 2007 as Vice President for Litigation & Legal Policy. He was responsible for litigation and enforcement proceedings against GE and its business segments around the globe.
Dimitrief was promoted to Vice President & General Counsel of GE Energy in November 2011. He oversaw the Legal and Compliance functions for GE’s Power & Water, Oil & Gas and Energy Management businesses, which employ more than 100,000 people and produce products ranging from gas turbines, compressors and pipeline and drilling solutions to grid management, power conversion and flow technologies.
Dimitrief was named Senior Vice President & General Counsel of GE Capital in November 2012. At that time, GE Capital provided financial products and services to businesses and consumers globally, employed more than 47,000 people in 50+ countries and held over $500 billion in assets. Dimitrief played an integral role in GE’s transformation and reorganization of its financial services businesses in 2015.
Dimitrief came to GE from Kirkland & Ellis LLP, where he had been a trial lawyer in the Firm’s Chicago and New York offices since 1986. His practice spanned numerous industries and subject areas, including securities class actions and regulation, complex commercial disputes, intellectual property, mass tort and product liability claims, environmental matters and bankruptcy litigation.
Dimitrief was a White House Fellow in the Reagan Administration's Office of Political and Intergovernmental Affairs and an Honors Intern at the Department of Justice. He graduated from Yale College with a B.A. in Economics & Political Science and earned his J.D. at Harvard Law School, where he was the Managing Editor of the Harvard Law Review.
Dimitrief and his wife Jill have three children and actively support numerous charitable organizations. He presently serves on the Boards of Ronald McDonald House Charities and the New England Council.
Jamie Miller is Senior Vice President of GE and President and Chief Executive Officer of GE Transportation, a global technology leader and supplier to the rail, mining, marine, stationary power and drilling industries with annual revenue of roughly $5 billion and 10,000 employees globally. Products include freight locomotives, such as the GE Evolution Series Tier 4, parts and services, and RailConnect™ 360 – a connected suite of software solutions that provides data-driven insights to our customers and helps them achieve mission success. Core technology from the locomotive business is extended into adjacent markets to deliver marine diesel engines, mining extraction equipment and process optimization solutions, diesel power, and motors for drill rig applications.
Jamie previously served as Chief Information Officer for GE. She led the company’s global Information Technology strategy, services and operations, and delivered innovative and transformational solutions for GE, its customers and employees. Jamie joined GE in 2008 as Vice President, Controller and Chief Accounting Officer.
Prior to joining GE, Jamie served as the Senior Vice President and Controller of WellPoint, Inc., managing investor relations, controllership, financial planning and analysis, tax and financial systems for the company. She was a partner at PricewaterhouseCoopers LLP where she held numerous roles.
A graduate from Miami University in Oxford, Ohio, Jamie serves on the Board of Baker Hughes, a GE company, and Girls Who Code.
She and her husband have three children.
John G. Rice is vice chairman of GE and president & CEO of GE Global Growth Organization. In November 2010, the GE Board of Directors named Rice to lead the company’s global operations based in Hong Kong.
Rice began his GE career in 1978 and has held several leadership positions based both in the United States and in other global markets including Hong Kong, Singapore, and Canada. Immediately prior to his current role, he served as vice chairman of GE and president & CEO of GE Technology Infrastructure; from 2005-2007 as vice chairman of GE’s industrial and infrastructure businesses; from 2000-2005 as president and CEO of GE Energy; and from 1997-2000 as president & CEO of GE Transportation.
Rice holds a Bachelor of Arts degree in economics from Hamilton College in Clinton, New York, and remains on their Board of Trustees today. He is also a trustee of Emory University in Atlanta, Georgia, and serves on several other boards including the International Advisory Board of the King Fahd University of Petroleum and Minerals, Dhahran, Saudi Arabia, and the Centers for Disease Control and Prevention Foundation in Atlanta.
Rachel Duan is Senior Vice President, GE and President and CEO, GE China. In this role, Duan is responsible for driving GE’s growth in China across all business units. Duan became GE’s first home-grown China CEO when she was appointed to this role in July 2014.
Prior to this, Duan was President and CEO, GE Healthcare China, a position she still holds today. Duan brings a wealth of experience and insights as well as a successful 20-year track record of managing several GE businesses while helping her customers succeed in China.
Before this, Duan also served as President and CEO, Momentive Performance Materials Asia Pacific. Momentive Performance Materials, previously known as GE Advanced Materials, was formed upon divesture by GE at the end of 2006.
Duan started her career in GE in 1996 as a member of its Corporate Audit Staff and progressed through various leadership positions of increasing responsibilities inside the company. In 2000, Duan was appointed Six Sigma Quality Leader for GE Plastics Asia Pacific based in Tokyo. Duan moved back to China in 2001 as the Lexan Commercial Director for GE Plastics, Greater China. From 2003 – 2005, Duan served as Marketing Director first for Greater China, and then for Asia Pacific. She was promoted to General Manager for Polymer business in Asia Pacific in 2005 before becoming President and CEO, GE Advanced Materials Greater China.
A native of Shanghai, Rachel holds a Bachelor’s degree in Economics and International Business from Shanghai International Studies University and an MBA from The University of Wisconsin – Madison in USA.